Showing posts with label India. Show all posts
Showing posts with label India. Show all posts

Wednesday, April 24, 2013

Reverse innovation

If you happen to be the CEO of an Indian corporation, you might do well to pick up this book in order to understand the opportunities that your country has created and how the very existence of your company threatens competition in resource rich nations. But make no mistake, this book is really meant for a very limited set of readers – individuals in leadership roles at MNCs based in the rich world. For a very long time now, the spectacular rise of third world nations has rendered a lot of ‘management terminologies’ almost obsolete. How do you explain the phenomenon of Western nations importing certain innovations from countries like India and China (megamarkets with microconsumers), when the Harvards & Apples of this world have taught the exact opposite for years altogether? To be true, economic turmoil coupled with weak demand in their home markets has compelled companies to increasingly shifting their focus to developing markets. But there is hardly any organisation, which can boast of a concrete game plan for growing in countries like Bangladesh, India and China. Most of them are in the ‘market share race’ when they should actually be front runners in the ‘market development race’. Dr. Vijay Govindarajan and Chris Tremble, believe that there is a way they can do so. They call it Reverse Innovation. In fact, this concept might even become a source of competitive advantage for companies that can leverage it. Take Mahindra & Mahindra (M&M) for instance. When the Indian automobile major arrived in US with its sturdy 35 horsepower tractors, Deere & Company (the dominant tractor brand) didn’t even feel mildly intimidated. After all, who would prefer a brand that sounded anything unlike America and sold low power red tractors. Instead of taking the competition head on, M&M decided to excel in a small agricultural niche. To offset the negativity that would be associated with a third world brand in those days, M&M forged relationships with small dealerships offering personalised services. The bet paid off. M&M grew by around 40% in US from 1999-2006 and is now the number one tractor maker globally (by units). This case (along with several others discussed in the book) in summary, represents Reverse Innovation.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
For More IIPM Info, Visit below mentioned IIPM articles
 
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Thursday, March 28, 2013

Sunny Side up for DTH Firms

India’s DTH Industry is Making a Bold Gambit to take off into Profit zone on The Back of Growing Popularity for High-Definition and value-added Services.

Decades ago, when celebrated American author and critic John Mason Brown spoke about television being chewing gum for the eyes, the visual medium was still years away from efflorescence. Today, as the total number of digital TV households worldwide fast approaches the 1-billion mark, representing a penetration rate of 65%, those words have even found global utterance.

According to UK-based research and forecasting agency Informa Telecoms & Media, which delivers strategic insight on the display industry based on global market data and primary research, more than 401-million digital TV homes are expected to be added between the end of 2010 and the end of 2015, with China contributing a massive 136 million, followed by India with 47 million. A recent report by DisplaySearch, a leading global market research and consulting firm specialising in the $770-billion display supply chain market, says total worldwide television shipments increased 6% from 205 million units in 2009 to 218 million units in 2010.

The boom in TV sales is feeding the demand for high-end LCD and LED television sets by consumers looking for quality TV viewing. Industry observers say that there are about 13 to14 million households buying LCD and LED TVs every year in India. Approximately 700,000 LCD TVs were shipped by brands in India during the month of October alone last year. As television buyers in India gravitate to purchasing more of flat panel displays, direct-to-home (DTH) satellite television has emerged as the choice medium for digital and high-definition (HD)-quality video over other media channels like digital cable networks or IPTV, offering a broader entertainment experience to subscribers. On offer are entertainment, news and lots more options such as searching for job vacancies on TV, looking for prospective marriage partners and choosing travel packages across India that DTH viewers living in even remote nooks & corners of the country can choose from. Proliferation of television channels, viewers increasing sensitivity to quality transmission & programming of their choice and a growing demand for value-added services, have further promoted DTH revolution in the country.

“The need to be entertained, coupled with the diversity of broadcast channels, pay-per-view (PPV) opportunities, gaming and interactive services are the biggest growth drivers for DTH in India,” says a senior executive of a DTH service provider. “The big opportunity for DTH in India”, believes R. C. Venkateish, Chief Executive Officer, Dishtv, “is a virgin market served only by terrestrial broadcaster Doordarshan”. There are still large swathes of cable-starved areas in the country, where people watch only Doordarshan channels. Also, by and large, cable networks in India still run on analog technologies and are not yet digitised. According to analysts, the Indian market has a huge opportunity despite having seven DTH players, including government-owned DD Direct. The total number of households in India is estimated around 232 million, of them only 141 million have TV sets. Of the total number of the households, 116 million have cable and satellite connections of which DTH users count for just 31 million.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles


 
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Tuesday, March 12, 2013

4Ps B&M Exclusive – India’s best Market Research Companies

Objective, accurate and actionable consumer intelligence means the force is with you, for it is widely regarded as the soul of business. But market research companies have to themselves evolve and be in ship shape with respect to the environment in order to stay relevant to their clients. B&E’s sister publication 4Ps B&M undertook a survey on India’s best market research companies, which provides an exclusive insight on the top research firms that make the cut. And surprisingly so, Nielsen isn’t one of them!

For every aspect of marketing we look at, market research is viewed as the logical starting point, and also the end game. Research gives you the input on how you develop your entire market action plan, and let you know about the outcome, thereby helping you plan for the next cycle.

On that very promise, market research has to be one of the most essential investments to make for an organisation. But do companies always understand and appreciate this fact in practice? Or do they believe more in the Jack Welch diktat of being ‘straight from the gut’? While it’s far from being a black and white debate, market research has been alluded to by many industry greats in the past, and not necessarily in the pleasant sense. Henry Ford once famously said, “If I had asked my customers what they wanted, they would have asked for a faster horse!”

There were a number of beliefs that Henry Ford had that were relevant for his time, but aren’t relevant today. But there is one fact that would be hard to ignore even today. In short, though customers look for value maximisation always, it isn’t necessary that they know their value maximiser proposition themselves, despite getting smarter by the day. So can you rely on your own customer when you formulate your market research strategy? One can argue that if customer intelligence was the only criteria, a number of breakthrough innovations, like the iPod would never have come into being. In fact, Apple consistently abides by an aversion to market research to date, just like Infosys in India has an aversion to advertising. Steve Jobs once quoted to Fortune, “We do no market research. We don’t hire consultants.”


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles
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Wednesday, March 06, 2013

“Carrier believes in Sustainable Growth”

Gaurang Pandya, the newly appointed MD of Carrier India, reveals to B&E the strategies that have worked for them in India

B&E: You have been associated with Carrier for long now. How has been the journey so far?

Gaurang Pandya (GP): It’s has been wonderful. In fact, I have gained a lot when it comes to understand the international markets. I was in Singapore and US with Carrier on the financial and business side. I was also involved in lot of programmes in Asia Pacific region and have worked on areas like localisation, signing of JVs with partners apart from various distribution initiatives taken up by the company. The learnings from these experiences have been really helpful as one can now see these activities happening in India as well.

B&E: Carrier has always believed in maintaining a very low profile opposed to its competitors when it comes to promotions? What is the logic behind this strategy?

GP: As we are a part of the US-based United Technologies Corporation (UTC), therefore there are certain set of laws under which we are governed. For instance, it is the US law pertaining to defence, anti-trust regulation of India and anti-competition laws of US, et al, that applies to us. Thus, if you ask us our growth rate for the year we might answer the question in two ways. First, these rates are for internal usage, and second we don’t want to disclose it to the outside world.


Source : IIPM Editorial, 2012.
An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles


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Friday, November 23, 2012

Stoned over sex

Gay pride surfaces on the streets of India and around the world...

“We are humans and are born like everyone else, but have feelings contrary to what is acceptable to the society. I am a guy and I love a guy, which means that people hate me and consider me to be different and weaker than others,” says Mayank, a front runner at the gay parade held in Delhi. On 29th June, 2008, Delhi, Kolkata and Bangalore played hosts to India’s first gay pride parades that drew a huge number of people. Holding placards with slogans like, ‘As good as you’, ‘Hindu-Muslim, Sikh-Isai, hetro-homo bhai bhai,’ the gathering marched peacefully through the streets, and was successful in making the Indian gays, bisexuals and transgenders surface and express their individuality.

Commemorating the Stonewall riots of 1969, which occurred in New York and kick-started the modern gay rights movement, homosexuals around the world came out on the roads holding high their rainbow-coloured flags. Like every year, parades were held in several countries and like India, Bulgaria and Czech Republic too held these parades for the first time ever. Though unlike India, those who assembled at Sofia and Brno were given a rather hostile reception. In Bulgaria; stones and gas-bombs were thrown at people attending the parade, while in Brno, right-wing extremists attacked the people with tear gas even before the march began! “I feel sorry to hear of such incidents where people do not respect people and cannot give heed to others’ feelings. I feel sorry for people who cannot accept us. At times we feel that we do not wish to be a part of this heartless society,” reacts Sachin, who had also participated at the parade.

“Hum honge kamyab ek din...” was the song on the lips of the people at the parade, and it showed the high spirits and firm belief of the activists that they would get their rights. All they want is that they should be recognised as a part of the society and people should not hurt their sentiments by mocking at them.


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
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Tuesday, November 20, 2012

INVESTORS: TRUST

Losing faith in Indian market

India is also the only one among the BRIC nation’s where economic growth is forecasted to slow down again in 2008. Analysts estimate 2008 earnings to be lowest among the BRIC. Even the industrial output growth slowed to a 6-year low and thus further lowered the trust of foreign investors.

The ray of hope among these dark clouds is the latest Business Week report. In its ranking of 50 most innovative companies, two large India-based conglomerates (Tata & Reliance) figure prominently on the list. Moreover, no other BRIC country had even one entry into the Top 50 list. This should encourage India polity to pay heed to investment related issues and boost industrial growth or will it?


Source : IIPM Editorial, 2012.

For More IIPM Info, Visit below mentioned IIPM articles.
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Saturday, September 01, 2012

“LOW INPUT COST WORKS FOR US”

Sunny Gaur, Managing Director, Jaiprakash Associates Limited

IN AN EXCLUSIVE INTERACTION WITH SUNNY GAUR, MD, JAL, REVEALS TO B&E WHAT MAKES JAYPEE CEMENT SO SUCCESSFUL.



While the whole industry was struggling, Jaypee Cement managed 47% growth in the first quarter. What’s the reason behind this success?
In 2002-03, our leader could foresee that with GoI’s projections of over 7% GDP growth, India’s cement consumption would grow at around 8–9%. Keeping that in mind, we initiated several measures of capacity augmentation and capacity creation. With commissioning of almost 12 MTPA in last 12 months and India’s cement consumption holding at 9% growth, our assessment of requirement of cement in India has been proved right and that is reflected in the satisfactory and healthy growth of 47% in the last quarter.

Analysts are of the view that rising cost of raw materials and expected moderation in realisation rates will affect the cement business. What are your views on the same? How do you plan to face such a situation?
Very early in our consolidation phase, we learnt that our cost control measures should effectively nullify cost of inflation. In cement there are three costs, which have to be kept in check – logistics cost, cost of power and Coal Consumption. We have the most efficient pyro process and milling department in the country ensuring least consumption of power and coal. Out of 22 MTPA cement capacity in operation, 17 MTPA of cement is being ground by most energy efficient VRMs/RPs. In order to address the cost of logistic our grinding units are located near consumption centres to keep distribution costs under check. Cost control in our company is the reason for which we have the largest base of captive thermal power.


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Friday, July 20, 2012

It’s a Dry World, Literally

Desertification of World’s arable land poses a Great Threat to Human Civilization, and Coordinated Action is a must

By the year 1994, when the UN General Assembly declared ‘June 17’ as the “World Day to Combat Desertification and Drought,” one-third of the earth was converted into desert. Shockingly, desertification of the world’s arable land since decades has been slowly and steadily threatening and endangering livelihoods of millions of inhabitants, benefitted by relative ignominy in the minds of global leadership. It first came to public notice during 1968-1974, when the great Sahelian drought and famine in Africa killed 2,00,000 people and millions of their animals. This forced UN to initiate actions to combat desertification, particularly in Africa.

UN responded and addressed the issue of desertification of arable land on a global scale 34 years ago in 1977, by organising the first international conference in Nairobi, Kenya to promote public awareness and the implementation of the UN Convention to Combat Desertification. Since then, efforts have been taken up globally as well as by nations individually, yet fertile dry lands have been continuously becoming deserts at an alarming clip.

The United Nations Environment Programme (UNEP) has indicated a serious threat from desertification. Horrifyingly, according to the US Bureau of Land Management study, over 40% of continental American land is at risk of desertification. Over the last five decades, over 1.2 billion hectares of land – equivalent to the area of China and India combined, has experienced soil deterioration in developing countries. Another research by the journal of Life Cycle Assessment (LCA) that measured the degradation of the planet’s soil concluded that 38% of the world is made up of arid regions at risk of desertification. What is more shocking is that more than 20,000 square miles of land worldwide is getting converted into desert land annually.

This poses the greatest danger to inhabitants as well as to ecology. UNEP has estimated that the livelihoods of over 1 billion people are in danger in over 100 countries, due to arable lands transforming into deserts. Gradual desertification is forcing thousands of people from Africa to migrate to Europe. Researches show that a prime reason for Mexicans to migrate to US is that their dry lands are fast turning into deserts. Over 16.66% of the population of Mali and Burkina Faso has already been displaced due to desertification. Moreover, the economic impact is huge. As per UNEP, it costs the world around $42 billion every year. Desertification in the poorest continent Africa costs some $9 billion per year and a whopping $21 billion per year in Asia. It costs some $5 billion in North America, $3 billion each in Australia & South America and $1 billion in Europe.
 

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